In the middle of a health pandemic, the clock still ticks towards the end of the year on the actual Brexit withdrawal deal. Here at Bower HR we continue to closely monitor developments.

Trade talks are ongoing, with them temporarily suspended yesterday due to a COVID-19 case in the negotiation team.  Negotiations are up to the wire with matters un-resolved – particularly around fisheries – although it is reported both sides are softening on their positions.

For people matters, there is a critical focus for three areas:

• Existing Staff
• Future staff to fulfil vacancies
• Employers responsibilities

For Existing Employees

Brexit means that those who are from the EU, must seek settlement status or pre-settled status to continue to live and work here in the UK beyond 30 June 2021. Employers should and can support those staff who need to apply.

The scheme is free to apply, however approvals have slowed during the pandemic, so it is vital those employees take action now and not leave it too late.

Future Staff to fulfil vacancies

It is important that companies understand and are clear that where reliance has been on EU and non-EU citizens to fulfil vacancies – from 1st January 2021 anyone coming to the UK to work, excluding Irish citizens, will need to apply for permission in advance.

A points system will apply for those wishing to secure a visa and enter the UK to work from 1 January 2021.

A total of 70 points is needed to be able to apply to work in the UK. Further information on the allocation of points can be found on the Government website
http://ow.ly/yUl750Bmnrt

The new skilled worker system, specifies that anyone coming to the UK to work will need to demonstrate that:

• they have a job offer from a Home Office licensed sponsor
• the job offer is at the required skill level – RQF 3 or above (A Level and equivalent)
• they speak English to the required standard

In addition to this, the job offer must meet the applicable minimum salary threshold. This is the higher of either:

• the general salary threshold set by Her Majesty’s Government on advice of the independent Migration Advisory Committee at £25,600, or
• the specific salary requirement for their occupation, known as the “going rate”

Employers Responsibilities

You will need to become a recognised licenced Home Office Sponsor.

The licence you need depends on whether the workers you want to fill your jobs are:

• Tier 2 – skilled workers with long-term job offers
• Tier 5 – skilled temporary workers

You can apply for a licence covering either tier or both.

Click here to find out more https://www.gov.uk/uk-visa-sponsorship-employers Jobs will have a Standard Occupational Classification (SOC) code which determines whether it can proceed through the skilled worker route.

The Immigration Skills Charge is a fee paid by a UK employer for each skilled migrant worker they employ through the Skilled Worker route to the ISC. Employers must pay £1,000 per skilled worker for the first 12 months, with an additional £500 charge for each subsequent six-month period. Discounted rates will apply as they do now to charities and small business.

If you need clarification or support in the coming period around the Brexit impact – do get in touch with us here at Bower HR Consultancy

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The post Frequently Asked Questions appeared first on Bower HR.

When I speak to companies about job descriptions, the response can be quite adverse, giving rise to negative connotations. It is often perceived as a paper-based exercise and thereafter lost in the ever-growing sub directories of the company’s computer system.

When you start a new business, is it essential to have a Business Plan?

Absolutely! I would concur with that. A Business Plan has key elements in setting out the company’s product or service, an analysis of the market and its competitors, what the marketing and sales strategy will be, funding needs and financial projection and, of course, a description of the management and organisation.

The description of management and organisation expands to cover the type of business it will be; for example, sole trader, limited company, partnership, etc. It also provides a picture of the proposed organisational structure and what roles needed from operations through to sales… and therein lies the need for a job description.

Clearly implicit in your structure is the need for people in your organisation to understand what they will be responsible for doing and how they will contribute to the success of the company.

Well-defined job descriptions along with a contract and an employee handbook are the critical documents that a company requires at the outset– closely followed by good recruitment processes and an excellent onboarding approach (see my previous blog on “Onboarding”).

A well-defined job description supports many aspects in the HR lifecycle including areas such as recruitment, performance management, training, job evaluation, talent management, and succession planning.

Creating a job description is not a pen and paper exercise, if used well it can drive the ethos of the company.

What is the purpose of a Job Description and What Can it Achieve?

Of course, Sales is Sales and Marketing is Marketing. However, applying a Sales or Marketing role to your own company, there is a need to emphasise the uniqueness required and indeed will assist in defining your USP (unique selling point). Therefore, defining what your company requires from staffing positions within the company are crucial.

It is important to ensure that the job description is not too restrictive but equally not too generic. A job description should assist in shaping the culture of the organisation an aspect which is quite often forgotten.
Regularly I am asked about matters of capability of staff in companies and how to address and resolve these issues. When I have analysed the situation, on many occasions it’s not necessarily “the What” the person is delivering it is more about “the How”.

The What Versus the How – Equal Emphasis?

“The What” emphasises exactly that: what does the role entail, what are the key accountabilities and responsibilities of the role, any specific qualifications and skills required and experience where necessary?

However, what someone is accountable for and what they deliver in a role can be wholly transformed positively or negatively by how they have delivered in that role.

“The How” emphasises the behaviours expected of an individual to deliver the role –in some larger companies these are called competency frameworks. Quite often you will see the words “team working” or “good communication” and this is a good step towards identifying “the How”.

This is often a great opportunity missed by smaller and medium-sized companies to define and set out the level expected for each role in aspects such as:
• Achieving Quality / Going the Extra Mile/ Delivering a Great customer Service – this is about continuous improvement, all staff should – regardless of seniority – contribute to improving the
organisation’s efficiency.
• Problem Analysis and Resolution – Looking within and beyond their own role to recognise a problem, break it down to identify the core issues and suggesting ways forward for resolution.
• Building Relationships – How you can communicate and develop a connection and to collaborate
with people in and outside the company to bring it greater success.
• Influencing – to demonstrate positively an ability to influence and inspire people at differing levels. The more senior the position the greater the need there will be to define and include aspects such as
emotional intelligence; people management; strategic thinking and leadership capability.

“The How” can equally be transferrable into the recruitment process, particularly in the selection interventions such as an interview, observation activity or a presentation exercise.

In Summary

It is fair and reasonable for a company to outline what is expected of its staff, and it is also fair and reasonable to provide feedback if this is not being achieved. A company needs to define what it expects from the job both “the What” and “the How” to assess whether the individual is performing at or exceeding the appropriate level or not.
Never underestimate the power of a well-defined job description and how it can be the tool to drive success for your company. Spend the time in defining the behaviours – “The How” in your job roles which will in turn drive the positive and ambitious culture you desire in your company.

Getting Help to write Job Descriptions

Writing Job Descriptions can be time consuming. Contact us here at Bower HR Consultancy. We are experts in defining job descriptions which align to
industry standards, emphasising the uniqueness and behaviours you desire in job roles in your company.

We listen to your requirements and convert these to simple but well defined and easy to understand job descriptions.

The post The power of the job description appeared first on Bower HR.

So why as an employer should you be interested in, and thinking about, on-boarding?

Firstly it improves retention. Recruiting a new employee is costly, more so if it is to replace an employee who has already left. There are many surveys and reports which demonstrate that if onboarding is undertaken well, it makes a new employee more likely to remain with you. Newly hired employees are nearly 60% more likely to remain with you three years later if the on-boarding experience is well executed.

Secondly it increases productivity. There is a study which suggests that 62% of companies saw a faster time to productivity ratios when using an effective on-boarding process.

The purposes of on-boarding for organisations who are successful at it are:

• Ensuring compliance with legal requirements
• Create an environment the individual wishes to be a part of
• Faster ramping up of new hires
• Provide a consistent approach to all new employees to the organisation
• To ensure that new employees understand the companies purpose; strategic direction; policies and procedures and general logistics of the building/company
• Better retention of new hires

But when does on-boarding start, and when does it finish?

There is no right or wrong answer here… some organisations pride themselves that this begins with the actual advert for the role as it sets the
brand and success of the organisation, others it is when the interview is complete. However what is important is that on-boarding commences from recruitment through to their first day and beyond.

If you would like a review of your on-boarding process to ensure that it is the best it can be, then contact us here at Bower HR Consultancy. We can ensure an effective checklist is in place and support you in pre and post a new hire joining you.

Remember also just giving your new hire the employee handbook to read and sign at the commencement of employment with you and never referring to it again or the policies contained within it is not sufficient protection and is not a good on-boarding approach! You as an employer
are responsible to ensure that the staff are up to date and regularly aware of policies which affect them – particularly if they change.

Talk to us at Bower HR Consultancy further to discuss innovative and appropriate approaches to ensure your staff are up to date with changing policies and the risk of non-protection is managed.

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